Problem
People reject feedback when they do not feel valued.
Action
Build genuine relationships and address issues directly.
Outcome
Trust makes honest conversations more effective.
Chapter: A New Management Philosophy - Build Radically Candid Relationships: Bringing your whole self to work
Problem
Teams repeat avoidable mistakes when feedback is uncommon.
Action
Regularly ask for, give, and encourage clear feedback.
Outcome
Important problems are surfaced and addressed sooner.
Chapter: A New Management Philosophy - Get, Give, and Encourage Guidance: Creating a culture of open communication
Problem
People lose motivation when work does not support their ambitions.
Action
Learn each person’s goals and help them move toward them.
Outcome
People become more engaged in their work.
Chapter: A New Management Philosophy - Understand What Motivates Each Person on Your Team: Helping people take a step in the direction of their dreams
Problem
Results suffer when people are only told what to do.
Action
Invite team members to help shape plans and solve problems.
Outcome
People take greater ownership of results.
Chapter: A New Management Philosophy - Drive Results Collaboratively: Telling people what to do doesn’t work
Problem
Managers miss important concerns when relationships are weak.
Action
Meet consistently with direct reports to understand their needs.
Outcome
Working relationships become stronger and more open.
Chapter: Tools & Techniques - Relationships: An approach to establishing trust with your direct reports
Problem
People cannot improve when feedback is vague or delayed.
Action
Describe observable behavior and discuss it promptly.
Outcome
People know what to continue or change.
Chapter: Tools & Techniques - Guidance: Ideas for getting/giving/encouraging praise and criticism
Problem
People become bored or burned out when work does not fit them.
Action
Adjust roles and opportunities to support sustainable growth.
Outcome
People stay productive and engaged.
Chapter: Tools & Techniques - Team: Techniques for avoiding boredom and burnout
Problem
Teams move slowly when coordination is unclear.
Action
Define responsibilities and align everyone around common objectives.
Outcome
Work gets done more efficiently.
Chapter: Tools & Techniques - Results: Things you can do to get stuff done together - faster